(12-20-23) The City of Celina has released the employee audit report recently conducted by Clemans- Nelson & Associates.

What they do–

Clemans Nelson has provided quality management consulting services to employers for over 40 years. We are one of the largest full-service consulting firms in the Midwest specializing in labor relations and human resource management.

COMPLETE — City of Celina Employee Relations Audit

Report includes —

• Job Classification/Assignment
• Personnel Policies/Discipline
• Complaints
• Communications
• Working Conditions
• Summary

Portions of the audit —

INTRODUCTION

Throughout September – December 2023, Clemans, Nelson & Associates, Inc. assisted Celina in conducting an employee relations audit within multiple departments

An employee relations audit is a basic communications tool which provides employees with the means to express their concerns about their employment and to provide input into the organization and operation of his/her respective departments.

Interviews were voluntary with the length of each interview lasting approximately thirty (30) minutes to one (1) hour. In order to encourage participation of the employees who were interviewed, all individuals were assured their comments would remain private and confidential to the extent possible. The interviews conducted during the employee relations audit allowed each employee to discuss any issues they wanted to, and then the conversations revolved around several major areas which included job classifications, policies, discipline, complaints, communications, working conditions and a general summary.

For the most part, the employees interviewed were very forthcoming and the input received was fairly consistent. Many of the comments appear to be department specific.

Prior to reviewing the employee responses, it is important to note that this report deals with perceptions as well as facts. Even though these perceptions are only opinions and not necessarily fact, these “perceptions” need to be addressed. If a sufficient number of employees perceive something to be true and continue to discuss it with other employees, perceptions can have the same impact on morale as if they were true.

This report will first explore employee answers in the major areas described above, along with any Consultant recommendations. Then, specific individual topics that were addressed will be outlined before additional recommendations and conclusions are presented.

Safety Service Director and Mayor

Safety Service Director – Most of the negative comments towards Administration leadership were concerning the Safety Service Director and his known or rumored comments and actions towards employees.

i. Comments: Regarding vests: “lucky city issues vests”; regarding the recruitment ad employees made: “how’d that work out for you?”; regarding retention issues: “police officers are replaceable”; regarding negotiations: “union rep sucks”, “union should have fought harder left stuff on the table”; regarding pay raises: “if [ones] wife keeps spending money then you wouldn’t need raises”; regarding employees who quit: heard bragging that he fired 3 people who actually quit; told supervisors not to ask for any changes in procedures; “anyone off the street could do your job”

ii. Military Surplus Gym Equipment was ordered then used to force the Union to alter contract and ultimately sold all equipment without being used.

iii. Perception is that he controls the chiefs – controls schedule (no sgts on day shift, sends AC to range, errands)

iv. Refused to answer union requests to MOU on pay/staffing

v. SSD takes pleasure in being the bad guy, pits people against each other

vi. Holds grudges

vii. Told employees not to address/speak with council

viii. Perceived as a bully

k. Mayor – There were not many direct comments/complaints regarding the Mayor. Rather, the perception is that due to the Mayor’s position being responsible for the Safety Service Director, there is a sense of guilty by association, or that by seeing no rebuke of the Safety Service Director’s actions (mentioned above), then the Mayor must be okay with the actions or even authorizing them. (Mayor was
unaware of most comments discussed above) Many of the employees believe the Mayor has not been accurate when addressing the public in regards to employees who recently left City employment. The Mayor stated that he relayed the information provided to him at the time.

When asked if the employee could be in charge, what would they change, the responses were almost unanimous. They almost all stated that communication needs to be improved from the top down, that leadership needs to be better displayed, starting with more meetings/positive reinforcement and empowering middle management/less micromanaging.

One recent event caused a rift between the police department and administration impacting morale and views on leadership which shows a good example of the impact rumors and perceptions can have on morale. After some employees left the City’s employment to work at Van Wert, rumors began to spread on the possible interference of the hiring of these employees. Multiple versions of who spoke with whom, and what was said were relayed to the consultants.

Speaking with several of the direct individuals involved, it was easy to see how as the story got farther from the sources, it changed considerably. Those on the tail end of the rumors strongly believed in the version they heard which was not the truth, yet the consultants found no attempt by any person to clear up the disinformation being spread.

CONCLUSION

Leadership concerns have been around the longest for many of these employees, and the long term effect that has had on the workforce can equally have a long term impact on future staffing and the ability to provide excellent service to the community, as already felt by the exit of many employees recently. The City should focus on the short term solutions/training to leadership and communication issues while developing long term plans for retention and recruitment.

There were many examples cited of perceived retaliation for various actions going back several years as reference above. This is a component of the general ‘mistrust’ the employees state they have towards Administration. This feeling of potential retaliation for seemingly any action, led many employees to not speak with consultants at all, and left others to feel uncomfortable speaking with the consultants as they feared future retaliation. An employee audit of this nature is only possible on the ability of employees to freely speak openly about their working conditions. Supervisors and Administration should encourage this openness, and also be looking for ways to improve the work environment without criticizing or retaliating. Any retaliatory action by supervisors or Administration should be reported immediately.

Lastly, the employees’ concerns listed in this report, whether real or perceived, are real to the employees, and these concerns need to be addressed in one form or another. It is recommended to review the employee recommendations and then meet to identify what changes can be effectuated immediately. Supervisors should also be made aware of the employees’ concerns so as to be involved in problem solving and taking a teamwork approach to supervision with a goal of addressing and improving employee morale and department atmosphere as well as dispelling the nature of rumors, gossip, and disinformation that divides the City.